Within two weeks we had finished and our department submitted the proposal, along with a demo of the software application we had suggested as a strategy for overcoming the geographic factor in the outsourcer-outsourcee relationship. It was subsequently accepted by the organisation's leadership and, in acknowledgement for our efforts, members of the department received rewards.
The financial rewards we were given had been determined by our position and hence, within my department, I received the highest bonus. The financial differentiations, although standard practice in the company aroused the anger of one of my colleague, following which he lodged a complaint stating that he had carried much of the responsibilities which had been assigned to me in the design of the stated solution, in addition to which, he often has to step in and execute my departmental responsibilities.
Following receipt of the complaint, the HR manager called me in. He informed me that, upon subtle investigation, he ha discovered that the complaints were baseless. He also advised me that there were two possible approaches to the problem at this stage. The first was for the HR department to step in and officially investigate the claim, following which the outcome f the investigation will determine actions to be taken against either my colleague or myself. The second option was for me to resolve this obviously personal problem on an intra-departmental level.
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